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Benefits Management in Programmes
The management of benefits and outcomes is sometimes light on the ground in many programmes of work. This is not wise when considering the fundamental reason for beginning a programme is to realise benefits and outcomes through change; whether it is to do things in a new way or to do things that will influence others to change.
The Office of Government Commerce (OGC) in London has defined MSP principles that include emphasis on Benefits Management (BM) with the following keys stages:
A Benefits Management Process
A Benefits Management Strategy
A Identification of Benefits
The Quantification of Benefits
The Benefit Profiles
The Modelling of Benefits
A Benefits Realisation Plan
Reviewing Benefit Realisation
The Responsibilities for Benefits Managements
As benefits are the result of the change delivered by a programme, these benefits should be used to help direct and make decisions throughout the life of the programme.
In our Programme Management roles we should determine the critical measures and indicators of success and make arrangements to ensure the programme remains appropriate and on track to deliver the intended benefits and outcomes.
We should check that:
- The planned outcomes remain realistically achievable;
- All the planned outcomes are not changed in scope, relationship or value;
- All the main stakeholders remain committed and confident that outcomes will be achieved when planned;
- The plan for achieving outcomes is being managed effectively;
- This plan is actively monitored against agreed key performance indicators or performance measures and any problems are promptly addressed and resolved.
Where key benefits have been properly identified, e.g. more effective service delivery or increased efficiency, these benefits should be properly managed in the same way. We should be able to define exactly what a benefit will deliver in a way that can be adequately measured, using realistic timescales, risks & costs. Every benefit should be linked to planned outcomes and every benefit should be assigned to an owner who is responsible and accountable for its eventual realisation.
In large programmes of work, there is often a business change manager coordinating the benefits realisation on behalf of the business areas owning those benefits.
About the Author Rob Llewellyn is programme management consultant helping governments and leading organisations in Europe, the Middle East and Australia. Visit his blog to read more articles about project and programme management at www.llewellyn-group.com
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